Advantages And Disadvantages Of Petty Officer Corcoran
Officer Penrose volunteered to be assigned the Tactical Operations Center (TOC) when he came to the unit. This vehicle is the largest and houses the most equipment of any of the vehicles assigned to the unit. Maintaining the TOC includes the monthly inspection, maintenance, documenting and replenishing the inventory as well as the operation of the vehicle. Officer Penrose also maintains, inspects and recharges the electronics assigned to the unit. Officer Penrose completes his inspections in a timely manner and advises me of the complications with the equipment and the status of our inventory on a regular basis.
As the Mail Clerk, PFC Pief was responsible for securing, transporting, and distributing mail for over 800 personnel assigned to the JTF. PFC Pief transported over 10,000 pieces of mail to the mail room where she expediently processed Express, First Class, and Priority Mail. PFC Pief ensured that all appropriate documentation was complete and that mail was available immediately for individual distribution without loss occurring. PFC Pief assumed the role as the Human Resources NCO in the absence of her Supervisor. While in the position she made sure to maintain all financial and personnel actions for the 112 personnel assigned to the 595th Military Police Company (I/R).
Buccaneer Battalion’s fall leadership entrusts their responsibilities to the incoming leadership through the Change of Command Ceremony. During this year’s honored tradition, MIDN 1/C Hinson and MIDN 1/C Wise confidently place their trust in MIDN 1/C Dombroski and SSgt Ley to be the new BN CO and BN XO (respectively) and maintain the honor of our Battalion. Thank you to all those who proudly maintained billets during the fall and congratulations to those who are picking up where they left off. We look forward to a strong
Command Climate/Sailorization: A member of the diversity committee. 8. Meritorious Achievements: N/A 9. Collateral Duties: Collateral Duty Inspector for Workcenters 413,450,41U,41V, & 415. He is also the Tool Control Program Assistant Coordinator, Morale Welfare and Recreation Representative for 400 Division.
My career at Flagger Force began on April 12, 2010 at our Harrisburg Branch in Middletown, PA. I arrived an hour early, and upon my arrival I was escorted to Bill McDaniels office and he immediately sent me outside to my car because I was too early and he was busy. At the time, I thought that HE was Mike Doner; I had always worked for “Mom & Pop Shops”, and I remember thinking to myself, “Great, my first day in the office and I already pissed off the owner”. Forty-Five minutes later, Ann Johnson came out to my car, and told me to pull out my vehicle and back it in before “Mike” yelled at me for pulling into the parking space. My first assignment at Flagger Force was pre-screening.
SPC Kinnevan achieved the XVIII Airborne Corps NCOA Basic Leader Course graduation requirements with a 95.53% grade point average. He successfully passed the APFT evaluation with a score of 258. He was able to achieve a superior rating by leading his squad and executing all commands, scoring a 100% on his squad drill and PRT evaluations. He demonstrated enthusiasm and an honest desire to learn. He was a catalyst for most of the classroom discussions and always had an intelligent and pertinent answers for all questions.
Chief Madison is an exceptionally hard-working professional, who personifies the core values of our Navy. He expertly carries out the leadership of a Chief Petty Officer and is a constant source of encouragement and inspiration to those around him, continually improving the performance level of the command and Fleet in all areas. His exemplary deckplate leadership, technical expertise, professionalism, loyalty, moral character, strong sense of heritage, commitment to equality and diversity make him a perfect candidate for the 2016 MCPO Anna Der-Vartanian Award recipient. Some of his specific accomplishments include: Transformational Mentor and Teacher: Established an impressive mentorship program from the ground-up at a four star command for 155
We will be exploring many parts of the memoir including supply crops training, service in the Philippines before the war, the experience of a naval Ensign as American forces retreated and resisted Japanese, and Hofmann’s escape from the Philippines. SUPPLY CORPS TRAINING The training seemed swift, heavy and unfinished. The Navy gave Hofmann only a weekend to get all his belongings together and quit his to join them.
To truly understand how such a prestigious organization that has produced great military leaders like Eisenhower, MacArthur, and Patton faced the potential of expelling nearly 117 underclassmen for cheating and approximately 200 others who had knowledge of it, we must dissect how a civilian is transformed into a commissioned officer and prepared to give his life in defense of their
The NCO Corps began in 1775 with the establishment of the Continental Army of the American colonies. By 1778, Inspector General Friedrich von Steuben wrote The Regulations for the Order and Discipline of the Troops of the United States outlining the duties and responsibilities of the noncommissioned officer (Arms, 2007). Knowing as the “Blue Book,” this regulation standardized the role and responsibilities of the noncommissioned officer. The Blue Book emphasized the importance of selecting the best-qualified Soldier for noncommissioned officer positions. During the Civil War (1775-1783), the noncommissioned officers gained importance by leading and fighting from the front lines.
Command Expectations of a Military Intelligence Sergeant First Class Being promoted in the United States military to the rank of Sergeant First Class is the first step that a Non-Commissioned Officer (NCO) takes into the senior enlisted ranks. With this promotion comes a new set of responsibilities from a command’s perspective. Until this point in the career of an NCO, their respective focus has been to a team or squad. The expectations of a junior or mid-level NCO to their team or squad are often basic accountability, personnel task management, and dissemination of information. Taking the next step from Staff Sergeant into the realm of Senior NCO as a Sergeant First Class means more direct involvement with the command team of a unit and additional
U.S. Navy Corpsman Cadelyn Leibhart Topic: U.S. Navy Corpsman General purpose: To inform Specific purpose: To inform my audience about the U.S. Navy Corpsman. Thesis: I. Introduction A. Attention Getter: The hospital corpsman works in a lot of different locations.
In my class of Junior Reserve Officer Training Corps, I have gotten many weaknesses and strengths, but only a few are worth telling. I will first be starting off with two of my weaknesses. The first weakness I have in Junior Reserve Officer Training Corps is decision making. I believe this is one of my weaknesses in Junior Reserve Officer Training Corps because I sometimes have a hard time choosing what I want to do. Whenever it is my choice to make a decision, I look at the pros in that one situation
Many seem to over emphasize the many privileges gained as an officer and seem to completely overlook the ever more important duties that should be the true motivators. I must ensure to maintain this mindset. I must also remember to put “people first”. (Department of Defense, 1988) This will be a cornerstone in every decision I make.
After assuming this position, I began to implement systems and ideas that would motivate an entire platoon to give their best effort. I quickly came to understand the role and responsibilities of this position. I was responsible for all matters related to the safety, welfare of Soldiers,
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